Much is talked and written about well-being in the workplace, but
many wonder whether 'putting people first' is just a facade and
that were it not for employment legislation, union representation
and the high profile of human rights issues, employers would regard
employees as a necessary burdensome financial evil, as in days gone
by. Some scholarly research has focused on the reactions of
employees to the quality of working life and well-being at work and
much of this suggests high levels of dissatisfaction, disaffection
and disengagement. In Workers' Voice, HRM Practice, and Leadership
in the Public Sector: Multidimensional Well-Being at Work, Nicole
Cvenkel avers that whilst it is known that public sector employees
are even less satisfied than those in the private sector, there has
been very little research into the effects of working life
experiences on employee well-being in public sector organisations.
There is even some doubt about whether a well-being philosophy that
can be applied in the private sector can readily be extended to the
public sector. The push towards New Public Management (NPM) means
organisations continue to undergo significant reform processes
around efficiency, costs and public service delivery. All these
changes place additional demands on public sector employees who are
at times also subject to intensive scrutiny by stakeholder groups,
who may regard the recourse to well-being initiatives as a poor use
of public funds. The author has researched in the UK local
government sector and that is the setting for the debate in this
book, about whether and how an employee well-being ideology can be
successfully promoted and maintained in an NPM environment, given
continuous reform and expenditure reduction. In a local government
case organisation, the author has researched, limited resources,
reduction in budgets, redundancies, increased workloads, lack of
trust, and the existence of a 'controlled' working environment were
all found to be central to a climate of bullying and unfairness.
Although the organisation was committed to the adoption of HRM
'best practice' and initiatives geared towards promoting employees
well-being, employees still believed they were being bullied and
treated unfairly. It was found that different perspectives on the
psychological contract, fairness, and bullying at work were
highlighted by managerial and non-managerial employees. The
author's conclusions contribute to a clearer understanding than
hitherto of workers' voice in relation to work, leader-member
exchanges, and well-being in the public sector and she offers a
model depicting employees' understanding of what their quality of
working life, line manager's leadership and well-being should be,
that might be used by organisational leaders, researchers, policy
makers, Human Resources managers and other practitioners and
consultants, to move towards a more holistic, multidimensional,
well-being at work paradigm.
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